18
Nissen’s Mill department responds to
market volatility
Nissen Fasteners Inc., an importer and distributor of industrial fasteners across the Americas, has announced record growth of its Mill
department.
“The fastener market is in an extremely chaotic state. We have all seen the letters from manufacturers and distributors alike,
explaining how and why their prices are increasing,” says Chris Nissen, president of Nissen Fasteners. “The question is how does one mitigate
these price increases and still remain competitive? Over the last six months, Nissen has been working more and more with our clients on their
planned purchases. By leveraging Nissen’s world wide network of manufacturers and suppliers, our clients are able to remain competitive
during the market volatility.”
Nissen’s supplier base allows them to find the most competitive prices in the market on virtually any standard or specialty product. By
purchasing through Nissen’s Mill division, its clients are making purchases knowing that the prices will have increased by the time their goods
arrive. “This is the best way for our clients to maintain healthy profit margins, “adds Chris.
Nissen says it is receiving a record number of Mill quotes and orders, and sees this as a sign of the times. “Our Mill division’s sales have
more than doubled, over the last six months, and show no sign of slowing down. The main reason for this is because we are able to offer many
different items, such as metric, stainless and sockets, in less than pallet quantities directly from the manufacturer’s inventory. This greatly
reduces the delivery timelines and the volume requirement usually associated with mill purchases. Fastener buyers are quickly realising that in
order to survive and thrive in this market, you need to plan your purchases ahead of time. Nissen Mill is just one more way that we are trying
to help our clients remain competitive.”
Saint-Gobain Performance Plastics Rencol trains for gain
Saint-Gobain Performance Plastics Rencol, a supplier of tolerance achieved notable success, with over 25% of the company’s employees
rings to the engineering and manufacturing industries, has
having satisfied the requirements for an NVQ award. “Many of those
recently increased the focus on its NVQ programme.
who are receiving training as part of this programme are from our
“Training is one of those rare activities where everybody gains,”
shop floor,” said Chris Roberts, “but by no means all of them. Many
says Chris Roberts, HR manager at Saint-Gobain Performance Plastics
employees in other areas, including our managers, have successfully
Rencol. “The trainees gain because they have better and more
taken advantage of the opportunities offered by the programme.”
marketable skills, the company gains because we have a highly skilled
“We place a lot of emphasis on training and personal
workforce, our customers gain because that workforce can deliver
development,” said Chris, “but we genuinely find that it pays big
even better products and services, and the industry as a whole gains
dividends. Well-trained staff deliver so many benefits that the costs of
because training makes more skilled people available.”
training are, by contrast, almost insignificant. We truly believe that our
Saint-Gobain Performance Plastics Rencol says that in the first
employees are our most important resource, and we’re always ready
eighteen months of operation, the NVQ programme has already
to invest in them.”
Kem Edwards – a qualified success!
Kem Edwards Ltd., supplier to the construction sector, has put more for Liz Steer, sales office manager, entry into The Chartered
than 80% of its employees through structured business Management Institute.
development training including NVQ qualifications. The initiative, titled ‘Delivering Standards of Excellence’ was provided
The initiative, aimed at increasing and recognising skill levels and by two external training companies; TTC and Qube. Kem Edwards is also
improving job satisfaction, was introduced at all levels – from part of the Investors in People programme.
warehouse personnel to managing director.
Everyone taking part had an initial assessment to identify the best
NVQ route and then tailored courses were developed which took up to
24 months to complete. Where appropriate day release options were
also provided for off-site training.
Commenting on the initiative, Philip Rickard, finance and HR
manager, said, “Like everyone else taking part I have found it
challenging, but very rewarding. It has really helped increase motivation
and the NVQ’s are fully transferable which means we are providing
employees with something of real value.”
NVQ’s which were successfully taken range from warehouse
functions, internal sales and buying through to strategic management.
For purchasing manager David Kennedy, the NVQ has assisted his entry
to membership of The Chartered Institute of Purchasing and Supply and
Photograph shows Philip Rickard, Finance and HR Manager, Kem Edwards Ltd., in the
foreground with some of Kem Edwards’ staff behind with their NVQ certificates.
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148